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Integrated Marketing

Marketing, as in any other business-related action, has to be a part of the organizational goals. Essentially, integrated marketing refers to synchronization efforts that would allow for a harmonious and organized approach to overall organizational short-term and long-term goals.

Many businesses establish individualized approaches and methodologies to ensure harmonious, effective, and efficient efforts based on specific organizational needs and industry requirements. Essentially, it is obvious that no two businesses are alike; hence, integrated marketing can and should be done more theoretically and philosophically.

There are many benefits in integrated marketing that may include cross-organizational compatibility, internal involvement of participating units and personnel, cost-saving factors, the ability to foresee and predict potential conflicts, and advanced creative input. Equally, there may be disadvantages to integrated marketing that may include factors such as an increase in time and cost in preparation stages, internal organizational infighting and power struggle, and a decrease in organizational adaptability.

Generally speaking, it is vital to understand that an abstract concept such as synchronized overall efforts is substantially more difficult to translate into an actual real-world concept. The fact that overall organizational effectiveness greatly depends on flawed and imperfect organizational units that depend on human beings for maximized output and performances begs the question of the viability of such concepts.

However, it is also important to be aware of competing concepts such as maximum possible effectiveness. Regarding integrated marketing, the expectations and the goals should concentrate on humanly possible and viable synchronization rather than absolute efficiency and effectiveness. Hence, the goal should be to allow for overall integration without limiting employee creativity, performance, positive morale, group dynamics, and, most importantly, the dynamic group interaction among employees, supervisors, and management.


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